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This talk is basically a successor of the "DevOps is not enough talk", but with a broader focus. In the talk, after a short motivation, I try to take stock of the current state of IT from different points of view. After looking at, where we came from and where we are, I add the most important trends I currently see that affect us in IT. But knowing where we came from, where we are and where we are going to usually is not enough. The key point is using this information - in this talk for evaluating your current position as a software engineer and figuring out your desired future position. As all the details from the first part of the talk make it hard to do this evaluation, I suggest creating a model (actually a framework) on a reduced detail level that makes the evaluation and planning easier. Defining that framework is the third part of the talk. Finally, the last part consists of some general recommendations that - based on my understanding - help you as a software engineer to stay ahead of the curve for a while. While this is extremely much stuff (I really consider to split that plethora of information covered in this talk up in several, single-topic talks) and as always the voice track is missing, I still hope that the slide deck gives you a few ideas worth pondering.

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This slide deck is basically my take on the future development of microservices. It is not so much a technological prediction as a tactical prediction. It starts with taking stock of IT: Where do we come from, where are we right now and what are the trends that (most likely) will shape our future? I try to address those issues from several points of view, not necessarily creating a totally consistent picture of IT (which imo is not possible anyway), but trying to point out the most influential drivers of the past, today and the future. Then I try to locate microservices in that picture with mutliple angles - where they blend in. Having done that, I try to show how microservices will evolve in the future based on my observations. And in order to complete the journey, based on the anticipated future of microservices, I try to give a few recommendations for microservices developers of today how to prepare for that evolution. While - as written in the beginning - this is my take on the evolution of microservices and the voice track is missing, I still hope that it is a bit helpful and delivers some food for thought.

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In this slide deck I try to explore the meaning of the often misinterpreted sentence "You build it, you run it". Starting with its origin in a 2006 interview with Werner Vogels and a short description of the misinterpretation of that phrase that can be seen quite often these days in companies that try to pick up concepts like DevOps without really getting the idea behind it, I then start a bit longer journey. It starts with the history and evolution of markets and IT. Based on that I dive deeper into the effects of uncertainty which these days is often predominant for companies facing narrow and highly dynamic markets. I try to approach from a financial point of view as well as from a risk management point of view (yes, even if we have become agile, managing risk and financial aspects have not gone away). The basic result is that we need to go faster (in terms of cycle times) without compromising quality. I also add a quick litmus test to figure out where your own company currently is located as reality never is as simple as a slide deck - to avoid turning a thought model that should support reasoning into a dogma. Having the task set and understanding that IT must support going faster without compromising quality, I look at DevOps as it targets exactly the same goal. After a short explanation of what DevOps actually means (we face a perfect confusion of ideas when talking about DevOps) and what the effects are if you do it seriously, I focus on the effects for the process organization. The traditional process organization - while usually being set up nicely for cost efficiency - is very poor in terms of cycle times. In order to shorten cycle times those organization will eventually become cross-functional, autonomous teams with end-to-end responsibility. And while those teams have all skills and the full authority for all their activities, they also need to take over the full responsibility for their actions - their is no one left to blame ;) And this naturally leads to "(You decide it,) you build it, you run it" which in the end is a required organizational prerequisite for going fast in a DevOps way. There is a lot left out in the slides that would also be worth talking about (after all it is just a 60 min talk) and of course the voice track is missing, but I still hope that those slides are of some value for you.

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Marc Parrish, Vice President, Retention & Loyalty Marketing, Barnes & Noble, presents at the 2012 Big Analytics Roadshow. Big Data is moving too fast for Big Brands. They don't have the ability to technically pivot, to move quickly enough to take advantage of the astounding amount of customer information that's available, and make it part of their everyday practices. This poses a great risk to the world’s great retailers. Well-managed companies often fail because the very same management practices that made them industry leaders also make it difficult to assimilate the disruptive technologies that in the end allow others to steal their market. With Big Data, the gap between merely sustaining your operations, and adopting disruptive technologies, is the difference between progress, or perish.

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Covering next level AR & VR solutions all the way from prototype to final product. RE’FLEKT CEO Wolfgang Stelzle will explain influences the big five (Apple, Google, Facebook, Microsoft and Samsung) have on making money with AR as well as how enterprises can easily create their own content for an in-house scalable production of AR, VR and 360° Apps. To conclude, he will look at current smart assistant solutions incorporating Augmented and Virtual Reality as a digital assistant for everyday use.

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Many people think that Apple's success is due entirely to the visionary nature of Steve Jobs, and Steve Jobs alone. However, closer examination reveals that much of Apple's success is a highly visible demonstration of some of the leading principles in high-tech strategy. Those principles have been outlined by great authors like Michael Porter ("Competitive Strategy"), Geoffrey Moore ("Crossing the Chasm"), and Adrian Slywotzky ("The Profit Zone"), and models from "Blue Ocean Strategy" and "Tuned In". This fast-paced, interactive, and informative lecture shows that Apple's success can be duplicated by anyone with the passion and commitment to deliver a "whole product" to their customers. Consider it your 30-minute MBA!

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by Silke Herman and Niels Pflaeging. Workplace learning is not a particularly thrilling adventure these days: Learning in organizations overwhelmingly relies on aged and worn-out formats that produce little learning or impact. The tools in use are often not fit for our time – in terms of content, or learning method, or technology – or all three combined. One cannot help but notice that in the reality of organizations, by and large, Learning & Development (L&D) is a pretty dull affair, clearly lacking innovation. In this paper, we will discuss how that is bound to change. We believe that workplace learning can be as engaging as Maria Montessori envisioned child learning to be, over 100 years ago and as humane, effective and conducive as Ken Robinson demanded in his world-famous TED talks a few years back. Sure, the current reality of corporate learning may look bleak, but there are now signs of a way out of the L&D misery in which most companies find themselves. One of these signs is the platform created by EdTech start-up disqourse.

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The history of management needs to be rewritten. Management science does not, as it is usually depicted, begin with Taylor and Fayol, continuing through the Human Relations movement, in the meanwhile coalescing into the classical school, and eventually diversifying into different post-classic branches. Instead, the history of management is, and has been the story of two distinct, opposing schools of thought that emerged side-by-side, at the dawn of the 20th century. Pioneered by two practical philosophers: Mary Parker Follett and Frederick Winslow Taylor.

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